Contribute both publicly and privately

More likely to contribute in public

Giving advice makes givers feel like they are helpful to others

A low-cost way to earn credit that can later pay off

Giving advice makes the recipient feel important

Show your weaknesses in aspects unrelated to your abilities through communication, questioning, etc.

Can help oneself build reputation, thereby effectively influencing others

More willing and better at establishing dominance

In order to capture as much value as possible, they will strive to make themselves superior to others

Make fewer mistakes

Worry less about yourself and trivial details when you focus on others

See the big picture and put those things that are most important to others first

More likely to make mistakes than givers

Making decisions with a me-centered mentality is more susceptible to self-threat

Tends to trust others and remain optimistic about their intentions

By default, givers view everyone as a high potential

Often waiting to see evidence of potential before providing support

When a peer or subordinate demonstrates high potential

Matchers respond in kind

Strive to provide support and encouragement to develop potential colleagues and direct reports

Not very good at trusting others

Because they assume most people are takers

Therefore, we do not have high expectations for the potential of our peers and subordinates.

Balance judgments about responsibility and focus on the contributions of others

Learn more about your own contributions when you think about who deserves the credit

Put the interests of the team before yourself and show that your primary goal is to benefit the team

Reward givers in collaboration, but they also cost takers

as a source of strength

regarded as a weakness

Really great work actually comes from collaboration

Takers are unique in their imaginations and using them to defeat their opponents

Not easily affected by social evaluation

give for the sake of giving

The fundamental principle of giving is mutual benefit, and this kind of giving is strategic

They expect equal or more personal rewards

When giving, pay more attention to those who can help you in the near future

Not only will they give to those who have helped them

They will also help those who may need their help in the future.

Pretend to be a giver

In front of superiors or people who are helpful to you

Appear generous and charming

Full of dominance and control over subordinates

The success of givers has a ripple effect

Create value thereby spreading success to others

taker's success

usually means another person's failure

help others

social justice

sense of responsibility

pity

victory

wealth

that power

Pleasure

Is it self-interested?

Willing to share without asking for anything in return

Willing to exchange expected benefits of equal value

Only focus on seeking benefits